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HomeMy WebLinkAboutPersonnel Committee - Agenda - 4/6/2023 Bayfield County Administrator 117 E 5th Street, PO Box 878, Washburn, WI 54891 Ph: 715-373-6181 Fx: 715-373-6153 Mark Abeles-Allison, County Administrator Kristine Kavajecz, Human Resources Director Paige Terry, Clerk BAYFIELD COUNTY PERSONNEL COMMITTEE MEETING Brett Rondeau, Chair Fred Strand Mary Dougherty, Vice-Chair Dennis Pocernich Marty Milanowski Dear County Board Members: This letter is written to inform you of the Bayfield County Personnel Committee Meeting scheduled for 4:00pm Thursday, April 6, 2023. This meeting will be held Remotely and In Person at the Bayfield County Board Room, Bayfield County Courthouse, Washburn, WI. Supervisors and the public will be able to participate in the Meeting via voice either by using the internet link or phone number below. Microsoft Teams meeting Join on your computer, mobile app or room device Click here to join the meeting Meeting ID: 263 629 924 910 Passcode: AkomsP Download Teams | Join on the web Or call in (audio only) +1 715-318-2087,,530939592# United States, Eau Claire Phone Conference ID: 530 939 592# Find a local number | Reset PIN Learn More | Meeting options Please contact Bayfield County at 715-373-6181 or 715-373-6100 if you have access questions prior to the meeting. During the meeting if you have connection issues please email mark.abeles-allison@bayfieldcounty.wi.gov Notice is hereby given that a majority of the Bayfield County Board may be present at the meeting to gather information about a subject over which they have decision-making responsibility. This constitutes a meeting of the Bayfield County Board pursuant to State ex rel. Badke v. Greendale Village Bd., 173 Wis. 2d 553, 494 N.W.2d 408(1993), and must be noticed as such, although the County Board will not take any formal action at this meeting. AGENDA 1. Call to Order 2. Public Comment 3. Discussion and Possible Action Regarding Approval of Minutes of March 2, 2023 4. Presentation by Teamsters, Zak Radzak 5. Discussion and Possible Action regarding creation of new positions and placement of existing staff into those positions: a. CCS Substance Abuse Counselor b. Temporary CCS Direct Care Service Array Worker c. Land Records, Land Information Specialist d. 911 Dispatch positions, 2 (CCO) e. Tourism/Fair 6. 2023 Staffing Update: a. Civilian Communications Operators (911 Dispatchers) b. Public Health Nursing Operations Manager c. Temporary Zoning Office Assistant d. Temporary Real Property Lister Assistance e. PT Cooks f. Seasonal Highway Equipment Operators 7. Discussion regarding 2024 Staff Planning: a. Finance b. Human Resources 8. Personnel Policy Review a. Telecommunications Policy b. Uniform and Tools c. Emergency Responder Leave 9. Reports a. Diversity, Equity and Inclusion b. Personnel Financial Report as of March 31, 2023 c. Human Resources Report 10. The committee may enter in and out of closed session pursuant to Wisconsin Statutes §19.85(1) (c) Considering employment, promotion, compensation or performance evaluation data of any public employee over which the governmental body has jurisdiction or exercises responsibility. Discussion and Possible action Regarding: i. Approve Closed Session Minutes of March 2, 2023 ii. Discussion and Possible Action Regarding Employee Leave Status Should you have any questions in the meantime, please do not hesitate to contact the County Administrator’s Office at 715 373-6181, mark.abeles- allison@bayfieldcounty.wi.gov Sincerely, Mark Abeles-Allison Mark Abeles-Allison Bayfield County Administrator MAA/kak Enc. Any person planning to attend a Bayfield County meeting that has a disability requiring special accommodations should contact 373-6100, 24-hours before the scheduled meeting, so appropriate arrangements can be made. cc: Ms. Lynn Divine, Bayfield County Clerk Bayfield County Board of Supervisors The Daily Press, via email PERSONNEL COMMITTEE NARRATIVE April 6, 2023 Item 4: Teamsters have requested to make a presentation requesting to increase wages due to the cost of inflation. Item 5: Discussion for new positions / wage schedule amendments. This year. a. CCS Service Facilitator/Substance Abuse Counselor: DHS has requested the creation of this position in response to the growing needs in the CCS program. The counseling is a required component for CCS participants. This service is currently provided by the Section Manager or through a contract with NorthLakes. The position would be primarily funded with state and federal dollars. Vanessa Sowl, CCS Service Facilitator, has recently obtained her SAC training certification. The department proposes to reclassify her to this position. It would not be an additional staff person. The wage for this position is proposed to be one grade higher than the CCS Service Facilitator. b. Temporary CCS Direct Care Service Array Worker: August Gordon has recently completed an internship with the CCS Program and was previously employed as a Case Manager with the department. The CCS Program has been having difficulty contracting for service array services for program participants. Gordon has offered to remain on staff on a part-time basis over the summer to provide service array services. She would also continue to participate in the on-call rotation during that time. The rate of pay is recommended to be placed at Grade E on the wage schedule. c. Land Records: 3/4 time assistant request. Attached please find a letter from the Land Records Director regarding openings. Here is some data that Scott Shared: The first chart shows real estate recordings. From 2019 to 2021 a 44% increase is shown. From the peak in 2012 it is a 15% increase. The second chart shows new parcel creations. This shows a 56% increase from 2019 to 2021 and a 15% increase since the peak in 2014. d. We are planning to increase our dispatchers by two, to comply with state requirements for the State Consolidated Dispatch Grant. The plan is to put this into effect on May 1 as required. e. Tourism/Fair has discussed the need for additional fair support. Changes in DATCP regulations together with Campground licensing requirements have demanded more times. At present the fair support level is 62% FTE. Proposal is to increase that to 75%. This amounts to 270 hours of additional assistance in 2023. Item 6: a. Civilian Communications Operators (911 Dispatchers): We currently have seven full- time CCO’s. One has announced retirement in mid-April. We also have one regular part-time CCO and two very occasional CCOs. b. Public Health Nursing Operations Manager: Michelle Crowell was promoted to this position and is now supervising the two full-time nurses, plus any occasional nurses that may be needed for special events such as flu clinics. She will also supervise the part-time nurse, once hired and provide backup for Health Director when absent. c. Temporary Zoning Office Assistant: Two part-time interns were included in the 2023 budget. Karyl Clark has accepted both and will work the full summer providing office assistance. She has been providing occasional assistance for the past several months. d. Temporary Real Property Lister Assistance: A Real Property Lister from Burnett County has been hired as a temporary employee to provide some assistance with Real Property Lister duties until the position is filled. e. PT Cooks: Toni Pothen has been increased to 20 hours per week. Lorraine Benson will transition from Meal Delivery Driver to a dedicated Cook position on April 4th. f. Seasonal Highway Equipment Operators: Three part-time positions were authorized in the 2023 budget. Two positions will be filled. This is anticipating that the state will decrease funding for mowing operations on state highways due to funds being expended for snowplowing efforts. Item 7: 2024 Staff Planning: A. Finance: Consider modifying the accountant position to a Finance Director position. B. Human Resources: Would like to discuss the possible addition of part-time support for the Human Resources office. Item 8: We regularly review personnel policies and provide updates on implementation issues with newer policies. We will have updates on three policies: • Telecommuting Policy. Overall going well. • Uniform and Tool: section 2.15: • The Uniform and Tools policy was recently amended to move highway and maintenance departments to a reimbursement system. This seems to be working. (will put policy in the dropbox) • Emergency Responder Leave Policy: This is a program the county is encouraging in the community in support of volunteer emergency services. EDITS TO CONSIDER: 3.7.1: After fire company add “EMS agency” 3.7.2 A: add “Annually.” at end of sentence Item 9 • Diversity, Equity and Inclusion Program: attached in the packet are some facts and figures regarding DEI from Kantola and reports from Door and LaCrosse Counties on their approach. Kantola Facts and Figures: • Inclusive management: 3 times more likely to be high performers • 1.5 times more likely to keep working for their employer • 3 times more likely to feel included • 80% consider inclusion to be important • 39% would leave employer for a more inclusive one • 40% would leave employment, if lost trust in DEI commitments and 56% would not recommend it as a place to work • Personnel Financial Report as of March 31, 2023: This report shows: o At end of first quarter ▪ General Fund Exp 21% ▪ Human Services 19% ▪ Highway: 25% o General Fund Personnel Expenses up $250k over last year, HS up $80k, Highway, down $10k due to staff vacancy. • Human Resources Report Minutes of the Bayfield County Personnel Committee Meeting 4:00 PM, March 2, 2023 Meeting was Held In Person in the County Board Room Members Present: Fred Strand, Marty Milanowski, Brett Rondeau, Mary Dougherty Excused: Dennis Pocernich Others Present: Mark Abeles-Allison County Administrator, Kristine Kavajecz-Human Resources Director, Kim Mattson-Accountant, Gail Reha-Bookkeeper Meeting called to order at 4:00pm by Chairman Rondeau Public Comment: None received. Minutes of January 5, 2023: Motion Strand, Milanowski to approve minutes of the January 5, 2023 Personnel Committee meeting. Motion Carried (4-0) Updating of Personnel Policy for Vacation Payouts at end of employment. Review of policy 3.1.5 Upon termination, retirement, disability, or death of an employee, the employee, estate, or designated beneficiary will receive the vacation pay due for any unused vacation accrued and awarded by the County from the previous year as well as any unused vacation carried over from the previous year to the extent such carry over has not expired. No pay out will be provided for any vacation earned or accrued during the current year except in the case of retirement as defined by WRS or death. Vacation will be paid out based upon the current base wage of the employee. Motion Milanowski, Dougherty to approve the modification to the Vacation Payout policy as presented effective January 1, 2023. Motion Carried (4-0) Updating of Personnel Policy for Employee Pay Progression during first year of employment. Current Policy: Employees hired prior to July 1st will move to the next step of the wage schedule on January 1 of the subsequent year. Employees hired after June 30th will receive the wage schedule adjustment on January 1st of the subsequent year, but will not progress to the next step of the wage schedule until the second January 1st. Proposed Policy: Newly hired employees will receive the wage scale adjustment (cost of living) on January 1 of the subsequent year. Contingent upon a “Meets Expectations” performance evaluation, newly hired employees shall advance to the next step of the wage schedule upon their one-year employment anniversary and shall then progress through the wage schedule steps on each subsequent January 1. The proposal will be to apply this policy to employees hired after June 30, 2022. Motion Dougherty to approve the modification to the employee pay progression policy as presented effective July 1, 2022. Motion Carried (4-0) Jail Kitchen staffing levels. : The Jail kitchen has requested an increase in hours for part-time staff. The request is for 21 additional hours per week. The increase in hours would provide more adequate coverage and would ensure that back-up is available to cover leave time such as vacation and sick time. The kitchen has struggled for quite some time with adequate staffing and retention. The additional hours also hopes to improve the retention of staff. The kitchen is currently providing 3 meals per day for inmates, preparing home delivered meals for the Senior congregate/home delivered meal program 5 days per week. The additional cost for the extra hours is estimated at just over $25,000. Funding could come from jail boarding revenues. Motion Dougherty, Milanowski to increase staffing in the jail kitchen by 21 hours per week as proposed. Motion Carried (4-0) Reports a. Employee Caring Committee Suggestion b. Personnel Financial Report as of February 28, 2023: Total payroll expense through the end of February is up about $200,000 over 2022, this represents about a 10% increase, as anticipated and budgeted. c. Human Resources Report: Review of statistics from February. Overview of Leadership Program that is being coordinated. Report on staffing in the Land Records Office, Meal Delivery, and Dispatch. To be eligible for the joint dispatch effort, the county must ensure that we have 2 dispatchers on duty at all times. This will mean additional dispatch staff, which should be offset when the grant is received. Motion Milanowski, Dougherty to enter into closed session pursuant to Wisconsin Statutes §19.85(1) (c) Considering employment, promotion, compensation or performance evaluation data of any public employee over which the governmental body has jurisdiction or exercises responsibility and (e) Deliberating or negotiating the purchasing of public properties, the investing of public funds, or conducting other specified public business, whenever competitive or bargaining reasons require a closed session. Approve Closed Session Minutes, January 5, 2023. Motion Carried (4-0 ) Entered closed session at 4:35pm. Motion Milanowski, Dougherty to return to open session. Motion Carried (4-0). Returned to open session at4:41 pm. Meeting adjourned at 4:41 pm. Minutes respectfully submitted by Kristine Kavajecz BAYFIELD COUNTY LAND RECORDS DEPARTMENT PHONE AND FAX: (715) 373-6156 BAYFIELD COUNTY COURTHOUSE EMAIL: Scott.galetka@bayfieldcounty.wi.gov 117 EAST FIFTH STREET POST OFFICE BOX 878 WEB: https://bayfieldcounty.wi.gov WASHBURN, WI 54891 TO: Mark Abeles-Allison FROM: Scott M. Galetka DATE: March 31st, 2023 RE: Urgency of rehiring the Real Property Lister and Adding Additional Staffing The Land Records Department has been focused on accuracy of the real property for accurate taxation for all parcels of taxable land within Bayfield County. It is critical that all lands sales, addresses, new parcel splits and combinations are entered into the Land Record database. Attention to detail, efficiency and meeting strict State Statute set deadlines are critical for entering data into the Land Record database. Over the past six years the amount of activity has increased 30% and the additional work has created a high level of stress because of the tight deadlines it has created. The increased activity creates additional work from title companies, surveyors, and the public in the form of emails, phone calls and in person visits. The reason our Real Property Lister has taken another job is because she received a job offer for more money and less stress. Currently after five weeks of posting the position we have not received any applications that would be able to step into the position. We will have to train someone for this position which usually takes two years to fully know the job well. Because we will have to train someone, and the current workload was too much for experienced staff I am asking to increase the staffing in the office up to ¾ of a position. These are a few items that Administration may want to consider. 1. Evaluate the pay for the Real Property Lister and all other Technical staff within the department. 2. Develop a plan to quickly get help of technical staff when staff say they are overwhelmed at no fault of anyone. 3. Identify our critical staff positions at the county and what happens when they are vacant for extended periods. Identify impacts of not having a Real Property Lister and other positions. 4. Hire additional interns or LTE positions so they are cross trained and can fit into the positions. Technical positions take time to learn. 5. Develop a plan if one or more of key staff leave. 6. Develop a plan for putting our best foot forward in our initial counteroffer. 7. Covid has changed how we can work remotely as a nation. Identify how the County positioning ourselves to shield us from other employers hiring our technical staff. 8. Identify the skills of the positions that could be 75%-100% remote. Recurters are looking for people with our skills. 9. Have an independent or third-party conduct exit interviews, some people would like anonymity in the review. Thank you for your consideration, Scott M. Galetka Land Records Administrator Destination Door County Pastor / Church community Door County Economic Development Corporation Door County Medical Center Door County Community Foundation United Way Sturgeon Bay Schools Sevastopol Schools Southern Door Schools Gibraltar Schools YMCA City of Sturgeon Bay Help of Door County Sunshine Resources PFLAG of Door County NWTC We Welcome ALL County Administrator Health & Human Services Director ADRC/Aging Director Public Health Door County Library Director Boys & Girls Club La Crosse County Diversity, Equity, Inclusion, and Belonging 2 La Crosse County Employer Diversity, Equity & Inclusion Team (Internal Team) Purpose: Our purpose is to increase awareness and advocacy for diversity, equity and inclusion to ensure that every La Crosse County Team Member and Customer has a positive experience while engaging and utilizing the services at La Crosse County. We want every La Crosse County Team Member to feel welcomed in our organization, valued for their contribution, and engaged with our Department initiatives and commitments so they can bring their best self to work. Scope of Work: La Crosse County as an Employer. Strategically focused on education, marketing, and change management. Membership: Composed of stakeholders from different levels, various departments, and Board of Supervisors Examples: MLK Day, Book Club, Hope Restores Diversity and Racial Justice Training, Events, Review of policy and best practices. Affirmative Action La Crosse County Racism As A Public Health Crisis Date Activity April 2021 County Board of Supervisors passed Racism as a Public Health Crisis Resolution. Small committee formed with Supervisors, Community, and County Leaders May –Sept. 2021 Reviewed work by other communities nationally and locally. Joined the Government Alliance on Race and Equity. Partnered with Milwaukee County representatives October 2021 Committee aligns to create a mission December 2021 Committee Develops Mission Statement January 2022 Update and align with Board on next steps. Hire consultant through RFP June -July 2022 Release RFP for Consultant and Community Leader Connection made with School and City to leverage thinking learning and planning August 2022 Partnered with local experts in DEIB to solicit feedback on respondents September 2022 Screened all respondents and interviewed top 3 candidates. Select Consultant Oct. –Dec. 2022 Secure budget. Define scope and approach to the work. Begin to create La Crosse County Road Map 4 La Crosse County Mission To improve the health and well being of all community members by focusing on those who are systemically harmed, through the development of sustainable strategies, policies, and practices that eliminate racial inequities. 5 Where are we going? Internal u Develop mission/vision u Establish a Racial Equity Core Team u Conduct Racial Equity Assessment Tool u Develop shared vocabulary u Create a short-term and long-term road map of strategies External u Use mission/vision to engage community and get feedback on what can be done better/differently u Launching RFP for hiring consultant to help with long-term process u Establish a Racial Equity Core Team u Develop shared vocabulary u Create a short-term and long-term road map of strategies Using Framework of a Collective Impact Model Common Agenda –That means coming together to collectively define the problem and create a shared vision to solve it. Establishes a Shared Measurement –That means agreeing to track progress in the same way, which allows for continuous improvement Fosters mutually reinforcing activities –That means coordinating collective efforts to maximize the end result. Encourages Continuous Communication –That means building trust and relationships among all participants It has a Strong Backbone –That means having a team dedicated to orchestrating the work of the group 7 What have we learned? u Follow the Leaders: Others have started this crucial work so we have roadmaps to follow i.e. Milwaukee u Determine Readiness:Start with a readiness assessment; not training u Be in Alignment:We all must be aligned on outcomes we are seeking,but also on how we go about it. Develop vision, mission and strategies to do the work u Be Clear: Create a glossary of terms and then train everyone on terminology and vocabulary u Be patient: Go slow to go fast. This work is not an event. It is transformational and must be built to last u Be inclusive:Involve community on all levels i.e. residents, partners, organizations, businesses, city, and schools 8 Questions? Adopted Budget Amended Current Month YTD YTD Budget - YTD % Used/ Organization Budget Amendments Budget Transactions Encumbrances Transactions Transactions Rec'd Prior Year YTD Fund 100 - General EXPENSE Department 00 - General Fund .00 .00 .00 .00 .00 .00 .00 +++.00 Department 01 - County Board 55,100.00 .00 55,100.00 4,352.42 .00 9,919.23 45,180.77 18 9,951.49 Department 02 - Clerk of Courts 358,582.00 .00 358,582.00 26,645.86 .00 84,785.38 273,796.62 24 75,483.85 Department 04 - Criminal Justice 175,782.00 .00 175,782.00 13,452.91 .00 38,041.73 137,740.27 22 34,490.61 Department 06 - Coroner 16,894.00 .00 16,894.00 1,334.67 .00 2,840.94 14,053.06 17 1,614.25 Department 07 - Administrator 330,224.00 .00 330,224.00 25,519.43 .00 71,249.20 258,974.80 22 63,477.87 Department 08 - District Attorney 198,850.00 .00 198,850.00 15,440.78 .00 43,060.21 155,789.79 22 37,277.59 Department 09 - Child Support 259,540.00 .00 259,540.00 18,563.12 .00 51,901.34 207,638.66 20 43,167.79 Department 10 - County Clerk 393,580.00 .00 393,580.00 30,168.87 .00 87,626.22 305,953.78 22 79,198.11 Department 12 - Treasurer 144,768.00 .00 144,768.00 10,523.21 .00 30,578.64 114,189.36 21 28,565.07 Department 13 - Land Records 464,661.00 .00 464,661.00 32,711.99 .00 93,567.03 371,093.97 20 85,376.51 Department 14 - Court House 292,051.00 .00 292,051.00 22,800.28 .00 63,177.01 228,873.99 22 61,636.45 Department 15 - Register of Deeds 169,378.00 .00 169,378.00 12,944.04 .00 37,693.15 131,684.85 22 36,061.36 Department 17 - Sheriff 4,029,571.00 .00 4,029,571.00 306,551.60 .00 834,646.23 3,194,924.77 21 740,063.73 Department 18 - Emergency Management 122,657.00 .00 122,657.00 9,719.60 .00 27,187.22 95,469.78 22 23,711.05 Department 19 - Veteran's Services 153,546.00 .00 153,546.00 12,026.61 .00 33,479.78 120,066.22 22 21,718.30 Department 20 - Health 776,234.00 4,891.00 781,125.00 68,510.21 .00 180,940.85 600,184.15 23 173,901.44 Department 22 - Fair .00 .00 .00 .00 .00 .00 .00 +++.00 Department 23 - Tourism 212,889.00 .00 212,889.00 13,039.26 .00 37,286.82 175,602.18 18 32,591.71 Department 25 - UW Extension 102,623.00 .00 102,623.00 6,394.57 .00 18,249.18 84,373.82 18 18,348.54 Department 26 - Zoning 519,257.00 .00 519,257.00 39,528.08 .00 108,255.08 411,001.92 21 79,578.92 Department 28 - Land Conservation 442,281.00 .00 442,281.00 31,631.08 .00 88,103.15 354,177.85 20 65,168.01 Department 29 - Land Use Planning .00 .00 .00 .00 .00 .00 .00 +++.00 Department 31 - Information Services 441,400.00 .00 441,400.00 34,189.17 .00 88,784.15 352,615.85 20 67,126.10 Department 34 - Forestry 1,053,325.00 .00 1,053,325.00 72,717.71 .00 201,510.57 851,814.43 19 198,017.30 EXPENSE TOTALS $10,713,193.00 $4,891.00 $10,718,084.00 $808,765.47 $0.00 $2,232,883.11 $8,485,200.89 21%$1,976,526.05 Fund 100 - General Totals EXPENSE TOTALS 10,713,193.00 4,891.00 10,718,084.00 808,765.47 .00 2,232,883.11 8,485,200.89 21%1,976,526.05 Fund 100 - General Totals ($10,713,193.00)($4,891.00)($10,718,084.00)($808,765.47)$0.00 ($2,232,883.11)($8,485,200.89)($1,976,526.05) Fund 235 - Human Services EXPENSE Department 00 - General Fund .00 .00 .00 .00 .00 .00 .00 +++.00 Department 47 - Behavioral Health & Community 362,369.00 .00 362,369.00 25,112.25 .00 72,216.16 290,152.84 20 50,005.02 Department 48 - Community Support Program (CSP).00 .00 .00 .00 .00 .00 .00 +++.00 Department 51 - Regional Crisis Initiative .00 .00 .00 .00 .00 .00 .00 +++.00 Department 52 - AMSO 686,596.00 .00 686,596.00 51,583.87 .00 144,785.87 541,810.13 21 114,240.87 Department 53 - Family Services 588,212.00 .00 588,212.00 36,224.97 .00 96,434.68 491,777.32 16 118,231.64 Department 54 - Economic Support 413,921.00 .00 413,921.00 32,081.63 .00 89,250.60 324,670.40 22 69,758.38 Run by Paige Terry on 03/30/2023 01:43:14 PM Page 1 of 2 Personnel Financial Through March 31, 2023 Through 03/31/23 Prior Fiscal Year Activity Included Summary Listing Adopted Budget Amended Current Month YTD YTD Budget - YTD % Used/ Organization Budget Amendments Budget Transactions Encumbrances Transactions Transactions Rec'd Prior Year YTD Fund 235 - Human Services EXPENSE Department 55 - Aging and Disabilities 529,585.00 .00 529,585.00 26,239.75 .00 90,118.58 439,466.42 17 67,197.59 Department 56 - GWAAR 277,123.00 .00 277,123.00 23,598.78 .00 55,406.33 221,716.67 20 47,648.27 Department 58 - ADRC-Bayfield Co 125,529.00 .00 125,529.00 9,830.32 .00 20,898.69 104,630.31 17 19,500.93 Department 59 - ADRC-North 122,927.00 .00 122,927.00 9,605.21 .00 27,063.37 95,863.63 22 25,569.97 EXPENSE TOTALS $3,106,262.00 $0.00 $3,106,262.00 $214,276.78 $0.00 $596,174.28 $2,510,087.72 19%$512,152.67 Fund 235 - Human Services Totals EXPENSE TOTALS 3,106,262.00 .00 3,106,262.00 214,276.78 .00 596,174.28 2,510,087.72 19%512,152.67 Fund 235 - Human Services Totals ($3,106,262.00)$0.00 ($3,106,262.00)($214,276.78)$0.00 ($596,174.28)($2,510,087.72)($512,152.67) Fund 276 - American Rescue Plan 2021 Grant EXPENSE Department 20 - Health .00 .00 .00 .00 .00 .00 .00 +++2,671.87 Department 56 - GWAAR 64,077.00 .00 64,077.00 4,919.03 .00 13,705.20 50,371.80 21 12,484.44 EXPENSE TOTALS $64,077.00 $0.00 $64,077.00 $4,919.03 $0.00 $13,705.20 $50,371.80 21%$15,156.31 Fund 276 - American Rescue Plan 2021 Grant Totals EXPENSE TOTALS 64,077.00 .00 64,077.00 4,919.03 .00 13,705.20 50,371.80 21%15,156.31 Fund 276 - American Rescue Plan 2021 Grant Totals ($64,077.00)$0.00 ($64,077.00)($4,919.03)$0.00 ($13,705.20)($50,371.80)($15,156.31) Fund 710 - Highway EXPENSE Department 71 - Highway Dept 2,444,155.00 .00 2,444,155.00 182,366.22 .00 612,390.99 1,831,764.01 25 624,155.38 EXPENSE TOTALS $2,444,155.00 $0.00 $2,444,155.00 $182,366.22 $0.00 $612,390.99 $1,831,764.01 25%$624,155.38 Fund 710 - Highway Totals EXPENSE TOTALS 2,444,155.00 .00 2,444,155.00 182,366.22 .00 612,390.99 1,831,764.01 25%624,155.38 Fund 710 - Highway Totals ($2,444,155.00)$0.00 ($2,444,155.00)($182,366.22)$0.00 ($612,390.99)($1,831,764.01)($624,155.38) Grand Totals EXPENSE TOTALS 16,327,687.00 4,891.00 16,332,578.00 1,210,327.50 .00 3,455,153.58 12,877,424.42 21%3,127,990.41 Grand Totals ($16,327,687.00)($4,891.00)($16,332,578.00)($1,210,327.50)$0.00 ($3,455,153.58)($12,877,424.42)($3,127,990.41) Run by Paige Terry on 03/30/2023 01:43:14 PM Page 2 of 2 Personnel Financial Through March 31, 2023 Through 03/31/23 Prior Fiscal Year Activity Included Summary Listing Human Resources Report / Kris Kavajecz As of March 31, 2023 ACTIVITY This Month YEAR-TO-DATE Retirements 0 2 Worker’s Comp Claims 6 8 Resignations 2 4 Terminations 1 2 Other 0 1 HIRES This Month YEAR-TO-DATE Full-Time 2 11 Part-Time 1 3 Temporary/Seasonal 2 2 Interviews 12 43 Exit Interviews 2 4 Details: Retirement: Resignations: Claire Glafke, Land Records Specialist Pam Ledin, Real Property Lister Other: Evan Maki, CCS Service Facilitator Hires: Katie See, FT CCO Natalie Oelke, GIS Trail Mapping Intern Ellie Jindra, FT CCO (rehired) John Buvala, Meal Delivery Driver Sonja Rikkola, Temp Real Property Lister Assistance Karyl Clark, Seasonal Zoning Office Support resulting in eligibility for benefits. Toni Pothen, increase in cook hours resulting in eligibility for paid leave time. Other Activities: • Five of the 6 worker’s compensation claims were slip/fall. One dog bite. • Set what I believe is a record of 7 employment offers in a single week! • Participated in a Career Fair with Northland College and Northwood Tech, which was held at Northland College. • Worked with the Website Re-design team to finalize the website re-design. • Participated in the West/Central Regional HR Group meeting. This is a quarterly meeting with Public Sector HR Directors and our Labor Attorneys. There is typically a training/update on a particular topic and then a round-table of what each entity is working on at the time, or a discussion of a topic that one of the entities is working on. • Worked with a couple of Department Heads on performance and/or communication situations as well as staffing discussions related to leaves and/or vacancies. • Participated in Department Head, Executive and Personnel Committee meetings. • Listened to the “Stepping Stones to Retirement” presentation. This included presentations by the Social Security Administration, WI Employee Trust Fund, and WI Deferred Comp. It was a good refresher and is helpful when assisting employees that have questions about steps at retirement. • Met with a new Benefit Administrator for the Whole Life Insurance. Discussed all voluntary insurances and will be meeting with the vendor again in the next few weeks to review options for replacing a few of our voluntary insurances with more cost-effective policies. • Met with and employee and their supervisor to review progress related to the employee’s Performance Improvement Plan. • Worked with Department Head and Supervisor regarding the documentation and termination of an employee that had ongoing Performance and Attendance deficiencies. • Listened to a webinar provided by our Labor Attorneys on the topic of Ethics for HR Professionals which discussed personal liability. • Finalized the list of Leadership Training participants and notified them of details for the upcoming Training series. • Processed a request for Emergency Leave Bank Donations.